The Secrets of Facilitation
The SMART Guide to Getting Results with Groups
Michael Wilkinson
- English
- ePUB (mobile friendly)
- Available on iOS & Android
The Secrets of Facilitation
The SMART Guide to Getting Results with Groups
Michael Wilkinson
About This Book
The revised edition of this facilitation classic offers a wealth of targeted techniques for facilitators who seek effective, consistent, and repeatable results. Based on Michael Wilkinson's proven SMART (Structured Meeting And Relating Techniques) approach, The Secrets of Facilitation can help to achieve stellar results when managing, presenting, teaching, planning, and selling, as well as other professional and personal situations.
This expanded edition includes new chapters on facilitating virtual meetings, cross-cultural teams, and large groups and conferences. It also provides a series of strategies for engaging teams, additional information about making meetings more productive, and further guidance on preventing dysfunctional behavior. In addition, the book contains a wealth of fresh case studies and an ancillary website with must-have tools and techniques for both the beginner and the seasoned facilitator.
Praise for the First Edition of The Secrets of Facilitation
"One of the single most powerful processes is the ability to successfully lead a group to an impactful, actionable outcome. In The Secrets of Facilitation, beginning and experienced facilitators alike will find tools to take their results to the next level."
â Jim Canfield, chief learning officer, TEC International
"This book shares 'The Secrets' that have been the basis of my facilitation practice for over a decade."
â Kerri McBride, past chair, International Association of Facilitators
"In my career, I've seen many, many facilitators. Michael Wilkinson is the best. 'The Secrets' explain why."
â Len Roberts, CEO, RadioShack
"We have trained over 100 leaders and business analysts in 'The Secrets.' Great facilitation works."
â Peter Scott, executive general manager, MLCâNational Australia Bank
"At last there is a practical, hands-on guide for anyone who works with groups or teams. This book delivers!"
â Ann Herrmann-Nehdi, CEO, Herrmann International, Herrmann Brain Dominance Indicator
Frequently asked questions
Information
CHAPTER ONE
WHAT IS THE ROLE OF A FACILITATOR?
- In some cases, the facilitator simply played the role of a meeting adviser. In this role, the facilitator did not lead the meeting planning or execution, but instead primarily sat on the sidelines and stepped in only when asked or when a situation occurred that the participants could not handle themselves.
- In other cases, the facilitator played the role of a meeting manager. In this role, the facilitator set the agenda, established ground rules, and initiated the discussion, but stepped in only when needed.
- A third role we saw was that of meeting leader. In this role, the facilitator set the agenda, established ground rules, and initiated the discussion just as the meeting manager did. In addition, however, the meeting leader was active in getting participants excited about participating. The facilitator described the purpose of the session in terms that gave the participants a much bigger picture of the importance of each session in the overall âLeadershipâ experience. In addition, the facilitator challenged the participants when the discussion appeared to remain at a conceptual level instead of delving into personal application, and the facilitator was very active in ensuring that all participants engaged in the discussion.
- Finally, we saw the role of the participating leader. In this role, the facilitator started out much like a meeting leader, by setting the agenda, establishing the ground rules, and initiating the discussion. But the facilitator also actively engaged as a participant in the discussion, frequently offering his own views, giving his opinions on topics, and expressing disagreement with various comments.
- The participating leader was not an appropriate role because it tended to disempower the group and negatively impact the experience of the participants.
- It was best for facilitators to start as meeting leaders to help the group engage and to establish a high level of energy and interaction.
- Over time, facilitators were expected to move into the meeting manager and meeting adviser roles as participants took more control of the process and meeting execution.
- What overall approach should you take to address the issue; specifically, what should the group do first, second, third, and so on? Is a âstrategic planningâ approach beneficial? Or perhaps an âissue resolutionâ or âprocess improvementâ approach would be better?
- Who are the right people to participate in the decision making?
- When the participants meet, how do you get them interacting and working together right from the beginning?
- What do you do to prevent one person from dominating the discussion, or to keep people from dropping out, or even to prevent two peopleâs disagreement from derailing the entire meeting?
- How do you ensure that the group stays focused and on task? What do you do when people attempt to focus on side issues or âhidden agendasâ?
- How do you keep the energy high throughout the session?
- What techniques do you use to encourage participants to reach consensus on a final solution?
- How do you ensure at the end of the effort that everyone is clear about what was done, the resulting benefit, and the next steps to be taken?
When Is Facilitation Appropriate?
- An important issue has been detected. There is an issue that needs to be addressed: an inefficient process, a client seeking assurances of continued quality, a project that has exceeded its budget.
- The solution to the issue is not readily apparent. If the solution were obvious, more than likely it would have been implemented already. To develop a solution will require a deeper understanding and analysis of the situation with input from a number of people.
- Buy-in is needed for the solution to be successful. The solution will require acceptanceâand often a change in behaviorâby a number of people. Without acceptance, even the best solution will fail.
- If the revisions to the hiring process are unacceptable to the hiring departments or personnel, the hiring process will continue to be ineffective.
- If the general manager allows the quality director to develop the quality plan without the involvement of key people on the plant floor, the chances of successful implementation are significantly decreased.
- The decision on whether to continue or cancel the systems development project must take into account all relevant information from all sides of the issue. If critical information is withheld, or if key parties are left out of the decision-making process, the decision may lack foundation and support.